Abstract

Quality management has received increasing attention in supply chain management. The concept of supply chain quality integration (SCQI) is used to explain how a focal manufacturer integrates with its upstream suppliers and downstream customers for quality improvement. Although the contingent effects of SCQI on quality-related performance have been studied, SCQI patterns and their relationships with performance remain unknown. Using data collected from 317 manufacturers across 10 countries, this study adopts a configuration approach to identify SCQI patterns and their relationships with quality-related performance. Five SCQI patterns composed of different levels of supplier, internal, and customer quality integration are identified. We describe these SCQI patterns in terms of the strength and balance of manufacturers’ quality integration. The ANOVA results show that quality-related performance varies according to different SCQI patterns. Interestingly, product quality is not distinguishable across SCQI patterns. Delivery performance is improved in patterns with a high level of balance of quality integration. The cost of quality is lower in patterns with a high level of customer quality integration. Flexibility is achieved in patterns with high balance and strength of quality integration. This study contributes to the supply chain management and quality management literature, and provides suggestions for managers to adopt different SCQI configurations to improve different types of quality-related performance.

Keyword

High performance manufacturing ;  Quality performance ;  Supply chain quality integration ;  Taxonomy

Abstract

世界范围内新一轮科技革命和产业变革正在加速演进，人工智能、大数据、云计算、区块链等新兴技术正在快速迭代升级，各个行业都面临着巨变。巨变牵扯着资本潮来潮去，大量的创业企业因为没有及时摸索出盈利模式，运营问题逐渐凸显，而被淘汰出局。 那么，创业企业究竟应该怎么把握变与不变？为了解答这一问题，中欧国际工商学院教授与案例中心对创业企业进行了长期研究，总结出了其在发展过程中会经历的三个阶段：第一个阶段是商业模式的探索，即从0到1；第二个阶段是商业模式的放大和复制，也就是从1到N；第三个阶段是成熟企业转型，寻找新的商业模式，即从N到N+1。 本书精选了生鲜、出行等领域的八个处于不同创业阶段的案例，旨在带领读者了解不同领域、不同阶段下创业企业在运营、管理、战略及组织等方面的特点，希望能够给读者，尤其是创业者带来一点启示，以应对时代变革。本书每篇案例后还配有业界专家点评，解密其中的商业规则，引领读者拓展思路。

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Abstract

21世纪的竞争不再是企业和企业之间的竞争，而是供应链和供应链之间的竞争。供应链的整合与创新不但可以帮助企业降低成本、缩短提前期、提高反应速度，而且还能支持企业提高创新能力、重塑流程与商业模式、提供新的价值主张，以及建立独特的竞争优势。众多研究及实践表明，供应链是企业实现转型升级的关键路径。 目前，我国企业的供应链管理的总体水平还处于初级阶段，而数字化新时代对企业打造优质供应链提出了新的要求。正基于此，本书由中欧国际工商学院教授与研究团队通过实地考察与调研，为读者精选出来自零售、流通、技术/大数据服务等产业的八个典型案例，期冀行业从业者能从这些供应链与商业模式创新实践中得到一些有价值的经验和启示。 本书每篇案例后还配有业界专家点评，解密其中的商业规则，引领读者拓展思路。

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In the literature on monetary economics, there is the ‘inflationary bias’ result which predicts that the rate of inflation will be biased towards a higher level under discretionary monetary policy than under a rule‐based policy regime. It is established that a credible nominal target can eliminate this ‘inflationary bias’. In this paper, we examine the case of nominal GDP targeting, which is a rule‐based monetary regime. Depending on the degree of conservativeness by the central bank, we show in a stylized model the choice of different combination of inflation and real GDP targets can still result in an ‘inflationary bias’, and there also exists the possibility of a ‘dis‐inflationary bias’.

Keyword

monetary policy ;  nominal GDP targeting ;  central bank ;  conservatism ;  inflationary bias ;  E52 ;  E58

Abstract

Prior research describes international expansion as a series of discrete steps and notes that taking them threatens new ventures' survival, especially due to unexpected setbacks. Seen through the lens of social science, the source of such threat becomes clearer. In this paper, we argue that internationalization in new ventures involves what social anthropologists call a liminal transition – a betwixt-and-between period lying between the intent to internationalize and the realization of a stable internationalized state. The ambiguous and transitory nature of this liminal transition has the potential to increase the odds of overreach (e.g. a high-cost market entry without sufficient resources). Avoiding the negative influence of liminality – and instead harnessing its positive effect – relies on three sources of support that we refer to as opportunity scaffolding: self-reflective learning, peer learning and consultative learning. We argue that entrepreneurs with personality profiles high in levels of core self-evaluation (CSE) are more likely to utilize the scaffolding like that available in business incubators effectively. This leads to the development of a more reflective mindset, making capability learning more likely, preventing decisions that lead to overreach and reducing the threat to INV survival. However we also strike a note of caution in that at excessive (hyper) levels of CSE, the internationalizing new venture could become the victim of hubris. Emboldened with unrealistically high self-confidence, hubristic entrepreneurs are more likely to rebuff use of scaffolding, leading to a more reactive mindset, increasing the probability of liminal overreach and threatening INV survival.

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Although international business scholars have begun to recognize the division of entrepreneurial labor between MNEs and SMEs, there is a fragmented understanding of the different forms MNE–SME cooperation can take. We develop a typology that takes into account not only complementarity of capabilities but also, crucially, the compatibility of intent between MNEs (exploration vs. exploitation) and SMEs (international vs. domestic orientation). The framework offers a novel way to understand the forms and dynamics of MNE–SME cooperation. We also show how it can be applied more broadly, by considering its application to societal challenges, such as achieving the United Nations’ Sustainable Development Goals.

Keyword

Sustainable Development Goals ;  global value chain ;  global innovation ;  SME internationalization ;  interorganizational relationships ;  MNE-SME cooperation

Abstract

Purpose This paper aims to propose practical recommendations in accordance with the strategic roles played by research and development (R&D) in multinational companies (MNCs). Design/methodology/approach This study applies a qualitative method to investigate the talent management (TM) practices implemented in MNCs’ R&D units. Findings The findings identify four R&D strategies and four sectors of TM practices. Furthermore, there exists an alignment between R&D strategies and TM practices. Research limitations/implications This paper has several limitations. This qualitative research is exploratory, and larger samples or quantitative methods are needed to ensure the wider applicability of the findings. When possible, longitudinal studies yield superior results in revealing the evolving strategic roles of R&D subsidiaries and their TM practices. The authors used China as the research context, and similar studies in other emerging countries with active R&D activities are required to further validate or complement the findings in this study. Practical implications This study has some practical implications for companies with regard to aligning their TM practices with R&D strategies. Originality/value R&D units play an increasingly significant role in MNCs and TM is a key issue. However, there is a lack of TM research focusing on R&D employees by taking strategies into account.

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Talent management ;  R&D strategies ;  qualitative research ;  China

Abstract

Drawing from social exchange theory, this article explores the founder–successor relationship quality as a mediated pathway in examining the effects of founder–successor value congruence on successor’s willingness to take over the business. Based on survey data from 102 founder–successor dyads, polynomial regression analysis shows that when both a founder and a successor have high value congruence in family prosperity, the relationship quality will be enhanced, which leads to higher successor’s willingness. When there is value incongruence between a founder and a successor, the successor’s family prosperity value has a more important impact on the founder–successor relationship and successor’s willingness.

Keyword

family prosperity ;  founder–successor relationship ;  social-exchange theory ;  successor willingness ;  value congruence

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Supply chain quality management has received increasing attention from researchers and practitioners in recent years. However, the knowledge about the effects of a manufacturer's design and production capabilities on supply chain quality management is limited. In this study, we propose a model to investigate the effects of mass customization and product modularity on supply chain quality integration (i.e. internal, supplier, and customer quality integration) and the impact of supply chain quality integration on competitive performance. We use data collected from 317 global manufacturers to empirically test the conceptual model. The results show that mass customization and product modularity directly improve internal quality integration, and product modularity also improves internal quality integration indirectly through mass customization. Product modularity improves supplier quality integration directly, and both mass customization and product modularity improve supplier quality integration indirectly through internal quality integration. Mass customization improves customer quality integration both directly and indirectly through internal quality integration, and product modularity improves customer quality integration indirectly through mass customization and internal quality integration. We also find that supplier quality integration directly enhances competitive performance, and internal quality integration enhances competitive performance both directly and indirectly through supplier quality integration. Our findings contribute to production and quality management literature and practices.

Keyword

Competitive performance ;  Mass customization ;  Product modularity ;  Supply chain quality integration